Organizational culture is very hard to define, and even harder to get it right. Many leaders believe that culture is, above all else, the most important factor in driving innovation and organizational performance.

To succeed in an AI world you need to keep technology in its place – as servant not master – and emphasize your distinctively human qualities, such as intuitive judgment, creativity, and personal relationships.

When both members of a dual-career couple are in senior leadership roles, the challenges are intense. How couples face those challenges has consequences for their teams and organizations as well as for themselves and families.

Constant innovations in machine learning and robotics have reshaped work. A key lesson for leaders is to be aware of these changes and have clarity about the role they play in preparing employees for the future.

Not long ago, one of our global clients fell victim to a cyberattack. Forty-five thousand employees, worldwide, were suddenly disconnected from their email, calendars, spreadsheets — even their IP calling system went dark.

Many potential innovations die not because the idea is bad, but because innovators can’t win support to turn their ideas into reality. We call it the innovator’s paradox: the more groundbreaking your idea, the greater the risk, and the harder it is to win support.

Across a dozen fields – from social psychology to endocrinology to chronobiology – researchers are assembling a new science of breaks. Their main finding: Leaders and their teams should be taking more breaks.

Many leaders are increasingly facing the threat of their core business being encroached upon by upstarts outside of their industry. So, what differentiates the top innovative companies from those in the middle?